GECs
A two-sided story
MUMBAI: The rupee going into a tailspin or prices shooting through the roof; be damned. The wheels of general entertainment channels (GECs) seem to be in continual motion, what with a new soap here or a new reality show there. Makes one wonder as to what exactly these television majors do to keep their employees happy and productive, despite taxing schedules and OTT deadlines.
Well, the answer lies in the kind of incentives and rewards these channels, rather – their human resources teams, are willing to heap on their staff just so as to make them want to come back every morning, ready for the grind.
And we’re not simply talking boxes of chocolates or free tickets to movies here. Imagine an iPad being gifted for a clean and decorative desk or a five-star hotel stay in Australia or even a shopping spree in Bangkok…
An example of the kind of moolah these companies are willing to splurge on their employees is Star India, which took its top management (nearly 35 people) on an extravagant tour down under a month or two back.
While Viacom18 arranged separate tours to exotic destinations like Egypt or more popular ones like Bangkok early this year. In a similar vein, Sony took its employees to Dubai last year whereas Zee ferried its entire team to the beaches of Thailand. We hear Sony is currently planning an itinerary for its annual trip this year.
While these junkets (even called off-sites) don’t come cheap for these companies, there’s a catch: they aren’t entirely about fun and booze. There are leadership and team-building exercises, presentations on progress reports, panel discussions about the future etc. built into these trips.
But with employees not expected to shell out anything from their own pocket, they’re fun nevertheless.
However, there’s another side to this ‘Television (GECs) shining’ story.
Even as most of them are coughing up crores of rupees on such junkets, there are other channels like news channels that are finding it difficult to survive in the present economic situation.
There have been widespread instances of companies handing out pink slips to their employees in the past few months.
First, NDTV shut down its Mumbai operations, followed by Network18 relieving around 350 employees across the network in little over a month. Next in line was Bloomberg TV which terminated the services of nearly 30 employees and the latest to join the bully gang is Ananda Bazar Patrika (ABP), which is learnt to have issued notices of non-renewal of service contracts to as many as 127 employees and speculations are ripe that even Business World magazine is closing shop soon.
According to a study by the New Delhi-based Associated Chamber of Commerce and Industry (ASSOCHAM), the weak rupee hasn’t spared even Bollywood producers, who’re shying away from shooting overseas. In the past four months, foreign film shoots have dropped 30-35 per cent owing to the volatility in currency.
Given this not-so-bright side of the television (and film) industry, one wonders if life is truly a soap opera for GECs…
GECs
‘I wasn’t enjoying it’: Why ex-Colors CEO Raj Nayak quit at his peak
Former TV and media executive says happiness, not hierarchy, defines leadership
MUMBAI: Former television executive Raj Nayak, once among the most powerful figures in Indian broadcasting, has offered a candid reflection on leadership, ambition and the decision to step away at the height of his career.
Speaking on the ThinkRight Podcast, Nayak dismissed corporate titles as hollow constructs, arguing that designations are often mistaken for identity. Leadership, he said, has little to do with hierarchy and everything to do with character.
Despite holding senior roles across Star TV, NDTV and Colors, Nayak described his career as largely unplanned. He said progress came not from strategy but from effort, adding that his only constant was giving each role his full commitment.
One of the most formative moments, he recalled, came in 2001 when he quit his job and spent nine months fighting a non-compete case in the Mumbai High Court. The sudden loss of structure and support, he said, exposed how dependent he had become on corporate machinery.
That period also shaped his public persona. The nickname “Raj Cheerful”, later adopted across social media, became a defining trait within the industry, with actors such as Hrithik Roshan embracing it as part of his identity. Over time, Nayak said, the label evolved from an affectation into a lived philosophy.
Nayak also addressed his decision to leave his role at the peak of his influence, a move he described as deeply counter-cultural in corporate India. From the outside, he said, everything appeared perfect. Internally, it was not. After months of unease, a conversation with his family proved decisive, pushing him to act on values he often spoke about publicly.
“People don’t quit jobs at their peak… I was doing everything perfect… but I knew I was not enjoying it,” he added.
Reflecting on success, Nayak argued that power and visibility offer no assurance of fulfilment. Happiness, he said, is a more reliable measure. Overcoming fear and greed, he added, remains the hardest test of leadership and of life.
